Centralising global ‘procure to pay’ processes to minimise risk and complexity for a leading beverage producer



The client had grown both organically and by acquisition to become one of the world’s biggest producers of beverages. They were always looking for ways to leverage the size and strength of a global organisation, whilst continuing to improve its service to local markets.

Much had already been done to deliver greater efficiency within the physical product supply chain. Now they looked to achieve savings by centralising global procurement and payables, to achieve greater efficiency in the ‘financial supply chain’, e.g. sourcing from wherever in the world made best sense and reducing the complexity of multiple contractual arrangements, both with members of the same group and with external suppliers.

The Solution

The client decided that the best way forward was to create a separate subsidiary company in a single location to transact with both internal and external suppliers and with the local country/regional organisations.

Physical product would still be shipped direct from the internal or external source of supply to the local organisations as before. However the new company would be responsible for all contracts, payments and receivables with both sources of supply and local companies.

To facilitate this and address all the reporting requirements, the new company would need its own enterprise structure within SAP.

The client turned to Pivot for support. They had used Pivot before and valued their fresh and innovative approach to new challenges. They also valued their willingness to assimilate with their own team and to transfer skills, rather than try to take over and make themselves indispensable.

“The Pivot consultants and my guys quickly assimilated into one team. Indeed looking in from the outside it would have been very difficult to differentiate between them. The strength of the Pivot consultants was that they were able to cut through to the best options and weren’t afraid to say ‘no’ if they felt we were going down the wrong road.

We had 3 months to complete the project. The execution needed to be perfect. It was and we were ready to reap the rewards at the start of the new financial year.”

Senior Project Manager